Accelerating Growth in the Three Priority Businesses

「According to the timely disclosure regarding the change in corporate name, the lifestyle apparel (textiles) business is expected to account for around 15% of consolidated net sales in fiscal 2025, down from just over 60% in fiscal 2006. The change in industry classification has also reportedly been attributed to the expansion of the abrasive materials business.」

「Under this medium-term management plan, the company will further transition to a business structure centered on abrasives and chemical products as part of the evolution of its business foundations, while also focusing on strengthening its functional foundations, thereby elevating the company to an even higher stage.」

「The abrasives business, a core business, received steady orders against a backdrop of increased investment demand for advanced semiconductors used in AI-related applications and data centers. In the chemical products business, orders remained strong, driven by fields with high growth potential, such as electronic materials and high-performance resins.」

「Orders in the core abrasives business remained firm against a backdrop of increasing demand for advanced semiconductors for AI-related applications. Orders in the chemical products business also remained firm, driven mainly by demand in the electronic materials market, including semiconductors.」

「The first 3 years of the 5-year plan period are positioned as the “transition to a highly profitable business structure and seed planting” stage, and the latter 2 years as the “realization of non-linear growth” stage. The company will strengthen its “earning power” through 2 mutually reinforcing measures: increasing earnings opportunities and strengthening the value it provides.」

「The company is pursuing the 2 basic strategies of “reforming the business portfolio” and “strengthening each business” under the medium-term management plan “Strengthening 21-25,” which covers the 5-year period from 2021 to 2025.」

「Under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business.」

「In the third year of the plan, demand for semiconductor applications in the core abrasives business declined substantially. Although the global semiconductor market, which had been contracting for nearly 1 year, appeared to be reaching a bottom, conditions remained difficult. The chemical products business faced increasingly severe conditions amid the sluggish Chinese economy and worsening market conditions, particularly for electronic materials. The lifestyle apparel business narrowed its focus to more profitable products and passed higher costs through to prices.」

「Against this backdrop, under the medium-term management plan “Zokyo 21-25,” the Fujibo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business.」

「The first 3 years of the 5-year plan period are positioned as the “transition to a highly profitable business structure and seed planting” stage, and the latter 2 years as the “realization of non-linear growth” stage. The company will strengthen its “earning power” through 2 mutually reinforcing measures: increasing earnings opportunities and strengthening the value it provides.」

「In the second year of the plan, the abrasives business accelerated research and development capabilities and increased production capacity. The two plants of the chemical products business, Yanai and Takefu, continued to operate at full capacity, while the lifestyle apparel business sought to improve profitability by shifting toward higher-margin products.」

「Under the medium-term management plan “Strengthening 21-25,” the first 3 years of the 5-year plan period are positioned as the “transition to a highly profitable business structure and seed planting” stage, and the company is working to strengthen the growth foundations of each business. In the second year of the plan, the abrasives business accelerated research and development capabilities and increased production capacity. The two plants of the chemical products business, Yanai and Takefu, continued to operate at full capacity. In the lifestyle apparel business, which was heavily affected by rising raw material prices, the company worked to optimize costs and improve prices in response to higher costs.」

「Under the medium-term management plan “Strengthening 21-25,” the first 3 years of the 5-year plan period are positioned as the “transition to a highly profitable business structure and seed planting” stage. Centered on abrasives, chemical products and lifestyle apparel as the pillars of earnings, and chemical compounds as the prospective fourth pillar, the company is working to transition to a highly profitable business model and strengthen the growth foundations of each business.」

「Under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage. Centered on abrasives, chemical products and daily-use apparel as its earnings pillars and chemical compounds as a business targeted to become its fourth pillar, the Group is working to transition to highly profitable businesses and strengthen the growth foundations of each business.」

「The company is working to transition to a highly profitable business model centered on abrasives, chemical products and lifestyle apparel as the pillars of earnings, and chemical compounds as the prospective fourth pillar, while strengthening the growth foundations of each business.」

「The first 3 years of the 5-year plan period are positioned as the “transition to a highly profitable business structure and seed planting” stage. Centered on abrasives, chemical products and chemical compounds as the pillars of earnings, the company is working to transition to a highly profitable business model and strengthen the growth foundations of each business.」

「The former textiles business has been renamed the lifestyle apparel business. In apparel and specialty materials, the company will focus on strong brands and highly profitable products, while pursuing further “selection and concentration” in less profitable products. Meanwhile, in the core abrasives, chemical products and chemical compounds businesses, it will further increase value added in promising fields such as semiconductors, fine chemicals and components for medical equipment.」

「Under the medium-term management plan “Acceleration 17-20,” フジボウグループ worked to strengthen research and development capabilities and production capacity in the abrasives and chemical products businesses, while pursuing cost reductions, greater efficiency and improved profitability. In the textiles business, it pursued various business reforms, including enhancing competitiveness through supply chain optimization and upgrading, reviewing its sales strategy and reducing expenses, in response to the shrinking market and lower sales accompanying the spread of COVID-19.」

「Against this backdrop, under the mid-term management plan “Kasoku 17-20,” the Fujibo Group worked to strengthen its research and development capabilities and production capacity in the abrasives and chemicals businesses, while pursuing cost reductions, greater efficiency, and improved profitability. In the textiles business, it is pursuing various business reforms, including strengthening competitiveness through supply-chain optimization and upgrading, reviewing its sales strategy, and cutting expenses, in response to lower sales associated with the spread of the infection.」

「Under these operating conditions, フジボウグループ worked in line with the basic policy of the medium-term management plan “Acceleration 17-20,” for which the current fiscal year was the final year. In the abrasives and chemical products businesses, it worked to strengthen research and development capabilities and production capacity, while pursuing cost reductions, greater efficiency and improved profitability. In the textiles business, which was heavily affected by COVID-19, it initiated various business reforms, including production adjustments, a review of its sales strategy and expense reductions in response to lower sales accompanying the spread of the infection.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the highly profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the highly profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, our basic policy is to accelerate growth in the 3 priority businesses—abrasives, chemical products and textiles—and we will promote ① the proactive expansion of the highly profitable abrasives and chemical products businesses, ② improved profitability and a counteroffensive in the textiles business through structural reform, and ③ strengthening the holding company’s functions to accelerate growth, thereby accelerating the growth of each business toward realizing our desired future state.」

「Under this medium-term management plan, the Group will promote ① accelerating growth in the three priority businesses, ② becoming a profitable niche No. 1 company, ③ developing a business that will become the fourth pillar, and ④ further enhancing management capabilities.」